WFP Management Plan

WFP Management PlanSecond EB Informal Consultation

24 September 2021

CORPORATE PLANNING AND PERFORMANCE (CPP)

Structure of the presentation

2

-- Several pauses for Q&A throughout presentation --

A. Section-by-section review of the MP document

• Introduction

• Funding context & resourcing assumptions

• Operational requirements and provisional implementation plan for 2022

• BUSBE process and baseline prioritization

• Programme support & administrative budget

• Corporate services financing mechanism

• Status of reserves

• Management performance measurement

B. Draft decisions

Extracts of each section provided to Board members prior to this consultation; a complete

draft of the Management Plan (2022-24) document will be shared in October

A profound shift to WFP’s budgeting process

3

The new Strategic Plan and Corporate Results Framework (2022-2026) will guide WFP’s prioritization framework for budgeting over the next five years

PLACEHOLDER

The new Strategic Plan and Corporate Results Framework (2022-2026) will guide WFP’s prioritization

framework for budgeting over the next five years

Presenting a “baseline” budgetencompassing all essential indirect costs to HQ and Regional Bureaux regardless of funding source, split between recurring and one-time costs

Classifying most appropriate funding sourcesto increase transparency in budget implementation and allow WFP to continue strengthening its budget capabilities

Enabling greater standardization of activities to facilitate the reduction of horizontal overlapsamong HQ divisions and vertical overlapsbetween HQ and Regional Bureaux, leading to potential cost efficiencies

A.SECTION-BY-SECTION REVIEW OF THE MP DOCUMENT

Section-by section review of the MP document

1.INTRODUCTION

Section I: summary of content

6

Reader’s guide & structure of the

documentPara 1-5

Short guide on how to read the MP document

Overview of purpose and content of each section

Organizational context

Para 6-11

New strategic plan and CRF for 2022–2026

BUSBE results as basis for resource allocation

Global economic and political context

Para 12-28

Hunger on the rise; COVID-19 causing first rise in extreme

poverty in two decades

Summary of global economic situation in wake of COVID-19,

insecurity, conflict and displacement and climate

outlook

Evolution in the context of WFP operations, 2011-2021

WFP is operating in an environment of protracted complex emergencies and increasing food insecurity

5

7

1110 10

12

1415 15

16

1

1

1

1

1

1

1

21

1

1

1

1

12

2

1

1

1

1

1

1

6

9

14

13 1314

16

18

17

18

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Slow-onset natural disaster

Outbreak

COVID-19 in 2020

Complex Emergency

Sudden-onset natural disaster

As of 14 September 2021


2.FUNDING CONTEXT AND RESOURCING ASSUMPTIONS

Section II: summary of content

9

WFP to broaden its donor base and diversify its funding resources by adopting new approaches at capital and field levels

Funding ContextPara 29-32

Strengthening and diversifying donor base

Para 33-51

Pursuing innovative modalities and greater

impact from fundingPara 52-65

Overview of contributions trend

Growing operational needs and managing the

funding gap

Intensifying private sectorresourcing efforts; strategic

engagement with IFIs; robust UN partnerships; increased

engagement with high-level Govt partners;

Strengthening/consolidating thematic approaches and

funding; advocating predictable/flexible resourcing

Innovative finance to access a range of resources for dev

investment; promote debt relief/South-South Triangular Cooperation and investment in

social safety nets; strengthening awareness & promoting efficiency gains

through anticipatory actions and other financing instruments

5.2 5.7

6.8

7.5 7.4 7.4

6.1

7.3

8.1 8.4 8.6 8.4

2017 2018 2019 2020 2021 2022

US

$ b

illio

n

Forecasted contributions as per MP

2017-20 actual contributions and 2021-22 projections*

10

Funding forecast of USD 8.4B assumed for

MP 2022 planning (USD 1.0B increase from

original projections in MP 2021)

Updated forecasted contributions

2017-20 Contributions

*Data Source: • Confirmed and Projected 2017-2022 – Figure II.1 MP 2021• 2020 Actuals based on Audited Annual Accounts 2020• 2021-2022 updated forecast

INTRO, FUNDING CONTEXT & RESOURCING ASSUMPTIONS

Q&As


3.OPERATIONAL REQUIREMENTS AND PROVISIONAL IMPLEMENTATION PLAN FOR 2022

Section III: summary of content

13

Situation analysis

Para 66-70

Cross-cuttingthematic areas

Para 71-77

Analysis of 2022requirements

Para 78-118

2022 provisional implementation

plan Para 119-133

Special Accounts and Trust Funds

Para 134-136

Rise in conflicts,global climate

crisis and economic shocks

Gender equality, social protection, and prevention of hunger and

famine

By focus area, strategic result, activity category

and transfer modality

By focus area, strategic results,

activity category and transfer modality

Trust funds and Special Accounts

supporting SDG 17 and CSP activities

2022 Operational Requirements and Provisional Implementation Plan: Key Figures

124.1MTargeted beneficiaries

23% increase from MP 2021 figures

USD 13.9B

13% increase from MP 2021

13%

USD 8.5B

61% of 2022 Operational Requirements

61%

1 15MProvisional Implementation Plan Beneficiaries

93% of operational requirements beneficiaries

93%

Provisional ImplementationPlan

Operational Requirements

14

USD 8.4BUpdated funding forecast

85 operat i ons

Where WFP provides assistance

Key Figures

2022 Operational Requirements Analysis - by RB

15

17%

25%

13%12%

26%

7%

RBD

RBB

RBC

RBJ

RBN

RBP

124.1 Beneficiary

Million

8%

35%

15%

9%

28%

5%

RBB

RBC

RBD

RBP

RBJ

RBN

13.9USD Billion

Top 3 Regional Bureaux with the largest share of targeted beneficiaries are RBN, RBC and

RBB.

Top 3 Regional Bureaux with the largest share of operational requirements are RBC, RBN and

RBD.

2022 Operational Requirements vs. Provisional Implementation Plan

16

39%

61%

Funding Gap

Provisional Implementationplan

Based on USD 8.4 billion forecast plus carry over, the

anticipated 2022 Provisional

Implementation Plan totals USD

8.5 billion, or 61 percent of total

Operational Requirements.

13.9

8.5

Operational Requirements

Provisional Implementation Plan

B

B

USD

USD

17

OPERATIONAL REQUIREMENTS AND PROVISIONAL IMPLEMENTATION PLAN BY FOCUS AREA

Focus area

Operational requirements

(USD million)


(%)

Provisional implementation plan

(USD million)

Provisional implementation plan

(%)

Crisis response 10 770 77 6 899 81

Resilience building 2 614 19 1 295 15

Root causes 553 4 306 4

Total 13 937 100 8 500 100

2022 Operational Requirements vs. Provisional Implementation Plan – by Focus Area

2022 Operational Requirements vs. Provisional Implementation Plan – by Transfer Modality


6%7%

50%

37%

Capacity Strengthening

Service Delivery

Food

CBT and Commodity

Vouchers

Provisional Implementation Plan

Figures based on USD requirements (full cost recovery) 18

55%33%

5%7%

Capacity Strengthening

Service Delivery

Food

CBT and Commodity

Vouchers

13.9USD Billion

8.5USD Billion

2022 Operational Requirements vs. Provisional Implementation Plan – by SR, SO and SDG

19

SO1 SO2 SO3 SO4 SO5

SDG 2 SDG 17

10,826

914 383 643

156 3 1

1,010

6,723

556 221 318 83 1 0.4597

SR1: Access to

food

SR2: End

malnutrition

SR3: Smallholder

productivity and

income

SR4: Sustainable

food systems

SR5: Capacity

Strengthening

SR6: Policy

coherence

SR7: Diversified

resourcing

SR8: Enhance

global

partnerships

USD

mill

ion

Operational requirements (USD million)

Provisional Implementation Plan (USD million)

Strategic Results 1, 2 and 8 account for 91 percent of total 2022 Operational requirements, or 93 percent of 2022 Provisional Implementation Plan

Services supporting SDG 17

20

• United Nations Humanitarian

Response Depot

• Aviation Services

• Logistic humanitarian services

• Fast Information Technology and Telecommunications EmergencySupport Team (FITTEST)

• Other on-demand services

ExamplesContext

• WFP provides common services, mobilizes and shares knowledge, expertise, technology and financial resources in humanitarian and other situations, and when called on by partners

• WFP’s service provision capacity, mandated and on-demand services, is key in enabling humanitarian response on the ground

• Increasing relevance in formulation of new Strategic Plan and CRF

• Managed on a cost recovery basis and fee per WFP rules and regulations

• Services may not directly relate to zero hunger but support Agenda 2030 and match core strengths

• Do not implement services in contexts where viable, inclusive, safe and reliable alternatives are available or where other actors are better placed

Principles

OPERATIONAL REQUIREMENTS and PROVISIONAL IMPLEMENTATION PLAN FOR 2022

Q&As


4.BUSBE process and baseline prioritization

Bottom-up strategic budgeting exercise – Baseline allocation by funding source (in million USD)

23

PSAPSA

equalization account*

Existing trust funds and special

accounts

New trust funds and SA

Total 2022

Country offices 43.0 0.0 0.0 0.0 43.0

Regional bureaux 105.3 13.3 4.2 0.0 122.8

Headquarters 319.1 27.3 91.2 16.2 453.8

Chief of Staff 9.1 0.0 0.0 0.0 9.1

Divisions reporting to the Executive Director

45.0 0.0 1.3 0.0 46.3

Deputy Executive Director Department 54.6 1.1 53.1 2.2 111.1

Partnerships and Advocacy Department 58.7 17.8 5.0 0.0 81.4

Programme and Policy Development Department

44.9 2.2 9.9 13.1 70.1

Resource Management Department 76.9 0.4 21.7 0.5 99.5

Workplace Culture Department 29.9 5.8 0.2 0.3 36.2

Central appropriations 28.7 0.0 0.0 0.0 28.7

Total 496.1 40.6 95.4 16.2 648.3


5.PROGRAMME SUPPORT & ADMINISTRATIVE BUDGET

Guiding principles for 2022 PSA planning

25

Budget Envelope

Ensure PSA budget remains within forecast of ISC income

Headline ISC rate to be maintained at 6.5 percent

Maintain PSAEA above the target level of five months of PSA expenditures and the “floor” equivalent to two months PSA spending

level

PSA as a subset of “baseline”

26

Baseline prioritization• Baseline activities are funded by indirect support cost (ISC), management cost recovery fees,

and directed donor contributions.

• All baseline activities planned by Global HQ are aligned with baseline definition: essential activities and not directly linked to CSPs

• Unfunded baseline activities went through an extensive review process based on activity scale, efficiency gains and absorption capacity

• Baseline budget adjusted leading to the use of optimum funding sources for activities including the PSA

PSA optimization• PSA activities entirely funded by the ISC

• Country Office PSA adjusted to support core functions not directly attributable to operations

Why 2022 PSA is different

27

The PSA Budget Prior to MP 2022:• Coverage – Previous PSA budgets did not represent total programme support and business

operations requirement of the Organization

• PSA funding gap - resources were augmented by funding additional investment cases from other sources of funds e.g. unearmarked multilateral resources

• Inapplicable funding sources – WFP’s support cost structure was not always funded from the right funding source e.g. PSA coverage of country offices costs related to CSPs

2022 PSA versus 2021 PSA:• 2022 budget collection process designed differently covering full baseline activities with

PSA identified as a sub-component

• PSA is one of several funding sources for baseline activities in 2022

• PSA 2022 composition of activities not fully comparable with PSA 2021

ISC income vs. PSA budget, 2022

28

Item USD million

Estimated ISC income (based on overall USD 8.4 B funding forecast) 501.0

Proposed 2022 PSA budget 496.1*

Estimated ISC income minus Proposed PSA budget 4.9

* Includes USD 1.1 million projected increase on the 2022 standard position costs.

Proposed 2022 PSA budget level of USD 496.1 M is fully covered by the projected ISC income of USD 501.0 M

2022 PSA Budget by Appropriation Line and Pillar

29

Item USD million

Strategy and direction 111.3

A. Strategy and direction 111.3

Services 241.1

B. Business services 164.1

C. Policy, guidance and quality assurance 77.1

Governance, independent oversight and fundraising 143.7

D. Advocacy, partnerships, fundraising and United Nations coordination 102.1

E. Governance and independent oversight 41.5

Grand Total 496.1

PSA Budget Trend 2021 vs 2022

30

Department/Division (USD Million) 2021 2022

Country offices 103.4 43.0

Regional bureaux 81.8 105.3

Headquarters 241.7 319.1

Chief of Staff 7.7 9.1

Divisions reporting to the Executive Director 37.5 45.0

Deputy Executive Director Department 44.5 54.6

Partnerships and Advocacy Department 44.0 58.7

Programme and Policy Development Department 30.6 44.9

Resource Management Department 57.2 76.9

Workplace Culture Department 20.2 29.9

Central appropriations 16.5 28.7

Grand Total 443.5 496.1

Summary of Key Changes in 2022

31

Redefining the country office budget

• Identified USD 43 million to be PSA funded

• Redirected 2021 centralized services of USD 45.3 million to other funding

source

Employee Costs• Standard position costs increase of

USD 1.1 million• Improve alignment of contract type

to duration of work

Increase capacity for regional bureau

• 35 outposted positions now budgeted in the bureaux

• Improve capacities to better serve country offices

• Upgrade skills and enhance capacities for emergency and social protection activities

Chief of Staff• Global privacy office now fully

operational

Divisions reporting to the Executive Director

• Increased coverage and response time to complaints, allegations and high-risk areas

• Growth in centralized, decentralized and impact evaluations

• Increased demands to address more diverse and complex contractual agreements


32

Deputy Executive Director Department

• Modernization of security and enhance country offices security

deployment

• Strengthen supply chain capacity

• Increased workload in the Executive Board Secretariat due to 2nd

generation CSP processes

• Establishment of a business continuity management function to ensure

continuity of critical process during a disruption

Partnerships and Advocacy Department

• Recognizing strategic partnerships as a core function

• Investing in global offices to increase capacities consistent with donor contributions

• Increased capacity for public partnership and resourcing to diversify donor funding streams and increase thematic funding

Programme and Policy Development Department

• Mainstreaming programme and policy development activities

• Reinforcing research, assessment and monitoring activities providing credible, relevant and timely evidence to inform WFP’s operations

• Establishment of a beneficiary information management function


33

Resource Management Department

• Expand foundational services and support to 20,000 IT users supporting and transforming

WFP in the digital era

• Expand capacity to provide occupational health and safety, environmental protection

and asset management services

• Further implement strategic improvement initiatives on key business financial processes

• Strengthening the link between resources and results including the creation of

performance analysis cell

• Reinforcing anti-fraud and anti-corruption policy

Workplace Culture DepartmentImplementation of the WFP People Policy and coordination of initiatives identified by the Comprehensive Action Plan, Wellness Strategy, Human Resources Strategy and related enablers

Central AppropriationsIncrease due to shift of UNDSS WFP co-share costs from country office centralized services

BUSBE/PROGRAMME SUPPORT & ADMINISTRATIVE BUDGET

Q&As


6.CORPORATE SERVICE FINANCE MECHANISM

Proposed Increase in Corporate Services Ceiling

36

DescriptionCurrent

ceiling (USD millions)

Proposed New Ceiling

(USD millions)

Fleet centreAdvances for fleet services for all WFP offices and operations

15 15

Capital budgeting facilityAdvances for multi-year projects that can demonstrate quantifiable benefits

47 82

Fee-for-service activities Advances for corporate services or activities, which are recovered within one year.

20 50

Total 82 147

Reasons for increase

Advances for multi-year projects:

• Implementation of private sector partnerships and fundraising strategy

• Human capital management platform

• Construction and improvement of premises

Advances for new corporate services/activities brought about by BUSBE model:

• Shipping services

• Procurement services

• Beneficiary management

Financing mechanisms serve as internal tool to flexibly manage operations and do not require contributions from donors.


7.Status of Reserves

PSAEA projections for 2022

38

Item USD M

Projected account balance at 31 December 2021 266.9

2022 ISC projected revenue (based on USD 8.4 B forecasted income) 501.0

2022 proposed PSA budget (496.1)

PSAEA drawdowns to be pursued in 2022 (42.4)

PPF Private Sector Strategy (17.1)

Investing in WFP People (25.3)

Projected closing balance at 31 December 2022 229.4

Equivalent number of months of PSA expenditures 5.6

The projected closing balance is above the 5-month PSA target (USD 206.7 million) and above the 2-month floor (USD 82.7 million)

Proposed drawdown on the PSAEA

39

Subject to EB approval, the PSAEA is proposed to be used to support two areas in 2022:

1. Continue multi-year initiative on Private Sector Strategy, which includes resource mobilization activities that will enhance WFP’s visibility

2. First year of multi-year initiative on Investing in WFP People, which aims to achieve WFP’s vision of delivering excellence in people management

ItemUSD

million

PPF Private Sector Strategy 17.1

Investing in WFP People 25.3

TOTAL 42.4

1. Private Sector Strategy (USD 17.1M)

40

• Continued growth of WFP’s fundraising programme from individuals

• The income from individuals increased to USD 50 million in 2020. In 2021, raised 61 percent of target at the mid-year point.

• Performance for return on advertising spend is ahead of target both for digital and the average of all channels

• The new supporters recruited in 2020 continue to donate generously in 2021

• In 2022, the CCI will be used for media expenses linked to external consultancies to support WFP fundraising teams.

KEY PERFORMANCE INDICATORS, TARGETS AND 2020 RESULTS

Key performance indicator2020

achieved

2020

target

2021

target

2022

target

Deliverable 1: Increase total individual giving income for the organization

Total funding from individuals (USD million) 50.2 40.0 77.5 112.0

Paid acquisition income (USD million) 17.8 16.5 46.0 82.0

Deliverable 2: Ensure high return on investment

Average 12-month return on advertising spend 2.0:1 1.7:1

Deliverable 3: Recruit high value supporters, including regular supporters

Average donation, regular and single gift (USD)S: 21.3

R: 21.3

S: 50.0

R: 16.0

▪ Proactive management of structures and positions

▪ Acquisition and retention of diverse talent▪ Capability and capacity development▪ Development of respectful and inclusive

workplaces▪ Employee safety, health and well-being

2. Investing in WFP People (USD 25.3M)Planning and reporting framework for CCI resourcing and implementation

Transition Mainstream Sustain

2021/2 2022/23 2024 onwards

Implementing WFP’s formal planning, budgeting and reporting processes

Establishing governance and coordination mechanisms

WFP’s Management Plan 2022, including critical corporate initiative,

capital budgeting facility and multilateral extrabudgetary resources

WFP’s management plan, including critical corporate initiatives, capital budgeting facility and

multilateral, extrabudgetary resources andIncremental absorption into individual country

strategic plans

Investments are attributable to each of the five deliverable priorities:

▪ 3 departments and global offices

▪ 11 divisions

▪ 6 regions and selected country offices

Allocation of existing activities and resources available for 2021

41

2. Investing in WFP People

42

Criteria

• One-time, multi-year

• Cross functional

• Organizational capacity strengthening

• Supporting change process, going further faster

Governance and management

• Each head of department owns a group of activities

• WP oversees, coordinates, monitors and reports through its coordination unit

• MP 2023 to reflect half year performance and proposals for further mainstreaming of activities

Absorption capacity

• Activities feature in 2022 work plans for 6 regions and 14 HQ units

• Report monthly on activities and budget utilization

CCI BUDGET IN 2022 (USD MILLION) AND FTE BY DELIVERABLE

DeliverableTOTAL

BudgetFull Time

Equivalent

1: Proactive management of structures and positions

7.1 54

2: Acquiring and retaining diverse talent 4.0 29

3: Capability and capacity development 8.7 49

4: Developing respectful and inclusive workplaces

1.0 9

5: Employee safety, health, and well-being

4.4 23

Total budget 25.3 164

CCI aims to transform the workforce to fulfil WFP’s mandate, build improved, respectful, and inclusive workplaces, and support employee health and well-being.

COMMENTARY

• KPIs will reflect the planned

initiatives supporting

the achievement of corporate

priority focused on people in 2022

• KPI definitions, baselines and

targets for 2022 are being

developed and tested

• KPIs will complement those being

developed as part of the

management results framework

43

Deliverable Key Performance Indicators

1. Proactive

management of

structures and

positions

1.1 Number of country offices completing the workforce

planning exercise

1.2 Percentage of positions filled

1.3 Percentage of workforce employed on short-term contract

2. Acquisition and

retention of diverse

talent

2.1 Number of applications received from people with a

disability

2.2 Number of appointments of people with disability

2.3 Average number of days to issue offer

3.. Capability and

capacity development3.1 Number of country offices reporting an improved match between the skills required and those available.

4. Development of

respectful and inclusive

workplaces

4.1 Number of planned activities completed

4.2 Number of global staff survey action plans in operation

5. Employee safety,

health, and wellbeing

5.1 Percentage and number of units complying with WFP

security management policy and framework of accountability

5.2 Number of new cases of service-incurred injury or illness

2. Investing in WFP People Budget covers one-time activities in 2022 with future funding in 2023 and 2024 subject to Board approval based on the achievement of KPIs

Unearmarked portion of the General Fund and Other Reserves

44

For Executive Board Approval:

Propose to increase resources allocated to the Treasury Branch from USD 1.55M to USD 2.35M to ensure optimal management of WFP’s financial resources and enhance monitoring of risks

Potential future use of available reserve balances:

• Enhancement of the WFP Information Network and Global System (WINGS)

• Support for the transformation and adaptation of WFP systems and CSPs to implement the new Strategic Plan and Corporate Results Framework 2022-2026

• Emerging Donor Matching Fund (EDMF) - a funding facility to support national governments in covering the associated costs of their contributions to WFP

• Immediate Response Account - increased funding required as the demand for IRA allocations is increasing in the current environment


8.MANAGEMENT PERFORMANCE MEASUREMENT

Key performance indicators: category I and II

46

Category I UoM2020

value2021

target2022

target

Programme: Implemented evaluation recommendations % 56 100 100

Supply chain: Post-delivery losses % 0.33 <2 <2

Budget & programming: CSP expenditures against original implementation plan % 80 90 90

Finance: Enhanced risk items in the financial dashboard % 6 <7 <7

Security: Compliance with the WFP security management policy and framework of accountability

% 94 90 95

Category II

Employees completing mandatory trainings on SHAP and PSEA % 82 100 100

UN SWAP 2.0 indicators met or exceeded % 81 88 88

WFP cash transfers supported digitally % 71 80 80

CORPORATE SERVICE FINANCE MECHANISM/STATUS OF RESERVES /MANAGEMENT PERFORMANCE MEASUREMENT

Q&As

B.DRAFT DECISIONS

Draft decisions

49

At the 2021 Second Regular Session, the EB will be asked to take note:

• That the Programme Support and Administrativeappropriation assumes a funding level of USD 8.4 billion in 2022

• Of projected operational requirements of USD 13.9 billion for 2022 and the global provisional implementation plan of USD 8.5 billion outlined in section III new update

• Of the bottom-up strategic budgeting exercise that will increase the transparency of the implementation of the approved 2022 budget and allow WFP to continue strengthening its budgeting capabilities new

Draft decisions

50

At the 2021 Second Regular Session, the EB will be asked to approve:

A 2022 PSA appropriation of USD 496.1 million, to be allocated as follows:

• USD 111.3 M for Strategy & Direction

• USD 241.1 M for Services to operations

• USD 143.7 M to governance, independent oversight and Fundraising

Draft decisions

51


An allocation of USD 42.4 million from the PSA equalization account for two critical corporate initiatives composed of:

• USD 17.1 M for the third and final year of the private sector strategy

• USD 25.3 M for the first year of a three-year initiative, “investing in WFP people”

Draft decisions

52


• A corporate ISC recovery rate of 6.5 percent for 2022

• An ISC recovery rate of 4 percent for:

• Host government contributions to programmes in their own countries

• Contributions from developing countries or countries with economies in transition

• The use of General Fund from interest income up to USD 2.35 million per annum for treasury management costs new update

• A USD 147 M ceiling for corporate services from 2022 new update

Draft decisions

53

At the 2021 Second Regular Session, the EB will be asked to authorize:

WFP’s Executive Director to adjust the Programme Support and Administrative component of the budget in accordance with a change in the level of forecasted income for the year, at a rate not to exceed 2 percentof the anticipated change in income

NO CHANGE FROM 2021

THANK YOU

Terminology & Acronyms

55

Baseline - activities identified that must be funded, regardless of funding source, required to support operations and other services of the programme

BUSBE - the Bottom-Up Strategic Budgeting Exercise aims to revisit WFP funding source management and determine how best to align them to activities in RB/CO/HQ

divisions

Capital Budgeting Facility - A revolving facility for enabling WFP to implement large-scale initiatives that improve efficiency by reducing costs in the long term

CBT – Cash-based Transfers - set of transfer modalities through which beneficiaries are provided with purchasing power in the form of cash and/or value vouchers

CCI - Critical Corporate Initiatives - non-recurring investments funded by allocations from the PSA equalization account aimed at strengthening WFP’s programming,

operational and administrative capacity

CSPs - Country Strategic Plans

EB - Executive Board

General Fund (GF) - accounting entity established for recording, under separate accounts, indirect support cost recoveries, miscellaneous income, operational reserve and

contributions received which are not designated to a specific programme category fund, trust fund, or special account

IFI - International Financial Institution

ISC - Indirect Support Costs - costs which support the execution of activities which cannot be directly linked with their implementation

KPI - Key Performance Indicators

MP - Management Plan

Multilateral contributions – cash contributions provided by donors, which, at the time of confirmation, have not been designated to a specific programme category or

bilateral project

PPR - Public Partnerships and Resourcing Division

PSA - Programme Support and Administrative (Budget) is the portion of the WFP budget that pertains to providing indirect support to WFP’s activities

PSAEA - Programme Support and Administrative Equalization Account

Reserves - established by the Executive Board as facilities for operational support and for other specific funding purposes

Service Provisions - The provision of services consistent with the purposes, policies and activities of WFP to a party in exchange for payment

UN - United Nations

WEB - World Wide Web

WINGS - WFP Information Network and Global System

WFP Management Plan

Documents

Transcript of WFP Management Plan